computer work station

The Future Of Working at UD

Work Arrangements for a Post-Pandemic Future

As various units and colleges across the University finalize their operational plans for a more robust return to campus, this toolkit is designed to help managers and employees navigate their specific arrangements in compliance with UD policy. Employees with questions on their work arrangements should consult with their supervisors.

 

Page Topics:

Responding to change 

Work Arrangements Definitions 

Developing Work Arrangements

Work Arrangements Tips 

Updates and Resources

 

 

 

 

Responding to change

Last month we asked you to share the strategies you’re using in your departments to encourage teamwork and keep office spirits high. Check out what some of your colleagues are up to. And you can still share your good ideas by completing this survey. If you are working remotely or on an hybrid arrangement, please complete a Telework Agreement as soon as possible.

CAS Sponsored Research Shared Services

We are a newly formed Shared Services Grants Team for the College of Arts and Sciences. Working in a hybrid working arrangement, we continue to support each other by utilizing an Office Teams string of messages, meeting weekly (Zoom or in person) to share ideas, get advice from others and celebrate

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birthdays. When we meet virtually, we try to plan ahead and dress up with a theme or add backgrounds to our Zoom settings so we can keep the settings fun and entertaining.

Submitted by Nicole Buckley

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UD Career Center

On April 7, the UD Career Center held a Staff Celebration Luncheon to celebrate all of the "life events" that happened in staff members' lives while working remotely during the 18-month pandemic quarantine period. A photo slideshow was created that showcased staffs' weddings, births, new homes,

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graduations, vacations, pet adoptions, etc., and festivities included a special "Happy Everything" cake. It was great to be all together again to celebrate each other's happy times!

Submitted by Tracy Willman

 

 

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Virden Center Lewes

Michael Patterson, manager of conferences on the Lewes campus, reminds colleagues in other locations that the Virden Center in Lewes makes a great destination for a special event, team-building exercise or retreat. “I’m still finding that many employees do not realize that when they need some

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beach time here in Southern Delaware, we are the first place that they should call. We’re here for all University employees with an overnight rate that hasn’t been seen in Rehoboth or Lewes in decades.” He added that two new employees are “busting it big time” in their new jobs, and they – and ll the Virden staff – will help make your stay or meeting a home run.

Submitted by Michael Patterson

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Work Arrangements

 

Cultivating each employee’s work arrangement provides an opportunity to manage people, time, space, and workload more efficiently and responsibly by considering both a unit’s operational needs and their employees’ professional and personal needs. Doing so supports a variety of organizational goals including operational excellence, talent recruitment and retention, sustainability and employee wellbeing.

 

As you consider work arrangements, your decisions might be different depending on the needs of the position and your unit. However, the process you use to evaluate unit needs and individual requests should be consistent and equitable. We offer this decision tree and suggested questions as a framework to ensure a consistent process.

Developing a  working arrangement requires a collaborative discussion between a supervisor and an employee. Schedule a meeting to discuss options and create a plan that meets organizational and individual needs. 

We have provided a Supervisor Discussion Guide and also a Telework Agreement, which is required for staff requesting a fully remote or ongoing hybrid work arrangement.  

These work arrangements definitions provide a shared understanding of terms in order to create consistent and equitable arrangements throughout the UD community. 

As the University of Delaware continues to prioritize student success, efficiency and employee engagement, the institution is embracing work arrangements that optimize people, time, and space. The responsibility and authority for establishing alternative work arrangements resides with each administrative leader (e.g., deans, vice presidents), operating within the parameters set by these guiding principles.

Guiding Principles and Our New Way of Work

Developing Work Arrangements

 

Work arrangement options are designed to balance the organizational needs of the University as a whole, specific departments and individual employees in an equitable manner.

 

Supervisors should consider each employee’s position description and responsibilities, and their abilities to be successful when determining appropriate working arrangements.

Not all positions are suitable for remote work, however most positions have options for flexibility of scheduling, depending upon organizational needs and employee suitability. Regulatory and contractual requirements should also be considered.

Suitable positions for remote work may include  

  • Administrative support function
  • Not student or customer-facing
  • Measurable outcomes
  • Majority of work is done independently
  • Collaboration can be achieved remotely

Unsuitable positions for remote work may include

  • Student or customer-facing
  • Walk-in student or customer service
  • On-campus resources required, such as lab space or facility needs
  • High levels of personal interaction
  • Management of on-campus team

Options for everyone

Remote work is not the only option to consider for an individual's working arrangement. The following options may be applicable to all roles.

  • Alternative arrival or departure times
  • Compressed schedules
  • Job share
  • Reduction in time

Employees should be assessed for their abilities to be successful within their working arrangement. Factors supervisors may consider include:

  • Acceptable past performance ratings that meet or exceed expectations. 

    • An employee whose ratings do not meet expectations or who is on a Performance Improvement Plan may require changes and a more closely supervised arrangement.

  • Consistently demonstrates strong levels of accountability, autonomy, reliability, engagement and productivity

  • Past success in working in environments with little external structure

  • Past compliance with time and leave reporting procedures

  • If an employee requires a workplace accommodation to work remotely due to medical reasons, the employee should be referred to UD’s Office for Disability Support Services for assistance.

  • If the employee is on a visa, the employee must comply with the visa requirements and ensure that they can be met in a remote work environment. For more information, employees should contact the UD’s Office of International Students and Scholars.

  • If the employee is currently residing out of state, the employee must comply with all state laws that impact their remote work.

Workplace Location Decision Tree 

Developing a  working arrangement requires a collaborative discussion between a supervisor and an employee. Schedule a meeting to discuss options and create a plan that meets organizational and individual needs.

Supervisor Discussion Guide

Telework Agreement–This agreement is required for staff requesting a fully remote or ongoing hybrid work arrangement.   



Working arrangements should be reviewed periodically to ensure success. If any adjustments to the arrangement are agreed to between the employee and the supervisor, they should be noted for review during the refinement period. 

Hybrid teams will be a new way of working for many employees. While these changes may be challenging at first, flexible work arrangements provide new opportunities for growth and innovation. Plan how you can best go about managing a hybrid team.

Work Arrangement Tips 

 

The Future of Working at UD depends on our ability to adjust to various work arrangements.

 

We have compiled a list of LinkedIn Learning courses to help with the various arrangements of working. We hope that you find something that pertains to you and take a moment to watch one of the courses.

hands typing on computer with LinkedIN Learning logo on photo

Updates and Resources

 

As we move forward, UD people will be at the center of all of our efforts. We will continue to process what has happened over the past two years, to listen and potentially to implement revised and new benefits.

 

Your insights and discussions will be invaluable to arriving at the best outcome. Our goal is to include as many voices as possible, to respond in a measured, thoughtful way and to be transparent with this community through our communication.

HR Updates & Milestones

04/20/22
Working at UD wants to know what you’re doing to encourage teamwork and ensure office spirit. Share your success stories to inspire others on campus. Please take a moment to send a photo of your team or your work area so that we can share it on social media and on our websites.
At UD, our people are linked inextricably with our values. These words resonate now more than ever as we come off the heels of a challenging 2020 and 2021 and begin to see the rewards of our employees’ hard work throughout 2022. These milestones could not have been achieved without the tireless efforts of UD faculty and staff.
Take a few moments and watch the following video featuring two highly respected members of our UD community: Dr. Joan Coker, Physician and University Trustee, and Dr. Tim Dowling, Physician and Director, Student Health Services, where they discuss their views on the vaccines and where to get trusted information.
Watch this recording of the town hall held on June 24, 2021.
Ryan Shuler is joined by Beth Finkle, to discuss how to make work arrangements meet your individual teams needs and give tangible steps for both team members and managers as you navigate these new arrangements.
Sharon Pitt

The amazing UDIT-ATS team has worked nights, days and weekends throughout the pandemic to support faculty in their pivot to online teaching…and now, the pivot to hybrid course delivery methods. This creative and expert team researched, deployed and documented new tools and services to ensure that faculty had access to the very best capabilities to ensure high quality learning experiences for UD’s students.

- Sharon Pitt,
Vice President for Information Technologies

José-Luis Riera,  vice president for student life

Since the outbreak of the pandemic, the employees of the Division of Student Life have been on-campus, fully remote and everywhere in between.  Centered on our students’ needs, we are driven to take the many learnings of in-person, hybrid, flex and remote working from the past year and make strategic decisions to optimize our work modalities.  We will leverage a diverse range of work modalities to continue attracting the very best talent to UD as we seek to advance equity and inclusion, drive holistic development and deepen student learning!

- José-Luis Riera,
Vice President for Student Life

Erin Marchlik

Starting a new job in these unique times has been both challenging and rewarding. I have been remote for nearly a year, my coworkers have been welcoming, patient and willing to share their knowledge, all of which I sincerely appreciate. With Zoom and Teams, I was able to meet with my manager and coworkers "in person" and participate in meetings, townhalls and Wellbeing programs. I look forward to working on and being campus, and meeting employees that I have worked for the past year. Other employees have told me about the “Campus Vibe" and though I do not doubt there will be changes, I hope that “Vibe” still exists.

- Erin Marchlik,
Compensation Analyst